Developing an Emergency Action Plan (EAP) Using the Plan-Do-Check-Act (PDCA) model we discussed in unit lessons I, II, and III, you will be developing a safety and health implementation plan. The plan

MOS 5525, Integrated Safety Management Systems 1 Cou rse Learning Outcomes for Unit III Upon completion of this unit, students should be able to: 1. Summarize the basic tenets of safety management systems. 1.1 Discuss the roles and responsibilities of management within a safety management system. 4. Discuss system s safety program strategies. 4.1 Discuss strategies for developing criteria for a sa fety and health action plan . Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 5 Chapter 7 Management leadership in occupational safety and health – A practical guide Unit III Assignment 4.1 Unit Lesson Chapter 5 Unit III Assignment Reading Assignment Chapter 5: Management -led Safety Management Systems Chapter 7: Safety Leadership and Organization – Part 1, pp. 103 –11 2 In order to access the following resource, click the link below. The document below highlights the role management should play to lead their safety and health efforts. The guideline is included as a resource to supplement the unit lesson and for you to use when completing the unit assignment . Please read pages 6 –20 only. European Agency for Safety and Health at W ork. (2012). Management leadership in occupational safety and health : A practical guide . Retrieved from https://osha.europa.eu/en/tools -and - publications/publications/reports/management -leadership -in-OSH_guide Unit Lesson Introduction In Unit II, we discussed the strategy for successfully implementing a safety management system. We identified the processes and components within the system and related the implementation strategy to the Plan -Do -Check -Act (PDCA) cycle. The remaining unit lessons will focus on the core elements of the safety management system. The first element we will explore is m anagement commitment and leadership. The primary focus in this lesson will be the role and responsibilities of management within the safety management system. UNIT III STUDY GUIDE Organizational Leadership in the Safety Management System MOS 5525, Integrated Safety Manageme nt Systems 2 UNIT x STUDY GUIDE Title Management Commitment and Leadership One of the core elements of most safety management systems is management commitment and leadership. Although management and leadership are necessarily linked and complementary, they are clearly distinct. The main difference between leadership and management include direction, alignment, relationships, personal qu alities , and outcomes (Daft, 2011). While the manager’s job is to plan, organize , and coordinate, the leader’s job is to inspire and motivate. The International Standard Organization (ISO) defines leadership in context of the safety management system as t hose who have responsibility for controlling and directing an organization at the highest level ( BSI, n.d. ). Using the Plan -Do -Check -Act (PDCA) model discussed in Units I and II , the role of leadership within the organization would include the information below :  Plan (P) – The planning function of leadership involves understanding the context of the organization, establishing strategies and system objectives, and determining regulatory and statutory requirements.  Do (D) – The do function of leadership invo lves establishment of a safety policy ; communication of the policy, objectives, and importance of the system ; providing resources to safety ; allocating roles and responsibilities ; promoting continual improvement efforts ; maintaining focus on system objectives ; and ensuring risks and opport unities are properly addressed.  Check (C) – The check function of leadership involves reviewing system performance, checking the alignment of the system with the business strategy and context, and reviewing the poli cy.  Act (A) – Agree to change and improvement while ensuring the system ’s integrity (McKinnon, 2017) . The implementation of a safety management system places the responsibility for safety directly in the hands of management at all levels. However, ultima te accountability for safety management lies with senior management. Therefore, for a safety management system to be effective, it must start at the top of the organizational hierarchy. It cannot be started in the middle or at the bottom. If senior managem ent does not take the lead, be actively involved , and drive safety, the safety management system will not be successful. As the author puts it, “Leadership is a condition for success” (McKinnon, 2017 , p. 55 ). The interest in, and priority placed on , safet y by management leadership is not always evident or demonstrated by the management leadership. For example, the senior manager who periodically drops in on safety meetings or leaves during the meeting to attend a more important meeting sends the wrong mess age to employees. When senior management fails to make safety their most important meeting, it says safety is not a priority. Ultimately, the behavior of management leadership will be reflected in the employees ’ attitude s toward safety and will impact the overall safety culture in the organization. Visible management commitment, leadership and involvement in improving safety , and health performance are vital in a safety management system. Management leadership‘s commitment should not only be demonstrated but also communicated to employees. A written corporate safety policy should be established , which clearly demonstrates top management’s commitment to the safety and health of their employees , establishes the overall goal and objectives of the safety and h ealth program , identifies the general responsibilities of those responsible for implementing the policy at all levels in the organization , identifies employees’ responsibilities for safety and health , and contains a commitment to comply with applicable gov ernment legislation as well as the organization’s o wn health and safety standards. Management leadership plays a significant role in establishing the standard for safety in the workplace. While a management system might be present, it might not actually reflect the philosophy, policy, and values of the organization. For example, if a line manager observes and fails to correct an unsafe work behavior, it sends a message that the behavior is acceptable to the organization. Managers , through their words and actions , have a major influence on the way employees see the reality within an organization. Employees must see their management “walking the talk ” as that likely will have the most positive influence on their safety performance. Managing Safety In Chapt er 5, the author identifies the roles of managers in the safety management system as safety planning, organizing, directing, and controlling (McKinnon, 2017). The four management functions are described in MOS 5525, Integrated Safety Manageme nt Systems 3 UNIT x STUDY GUIDE Title relation to the Plan -Do -Check -Act (PDCA) model dis cussed in Units I and II. The functions can also be described using the core elements of the safety management system.  Safety planning is the function of managers that represents the (P) in the PDCA cycle. The planning function involves both hazard contro l and hazard prevention as the manager is identifying what action must be done in response to safety incidents and what actions must be done to prevent safety incidents.  Safety organizing, the (D) in the PDCA cycle, is the function of managers that aligns with employee involvement as it assigns safety work activities to individuals withi n the organizational structure.  Safety leading is the function of managers that takes actions to ensure safe work practices by employees at all levels and represents the (C ) in the PDCA cycle.  Safety controlling, the (A) within the PDCA cycle, is the management function which involves risk assessment and control, inspection, performance assessment, and assessment review. It has been said, “If you can manage safety, you can manage anything .” In safety, management things can and will go wrong no matter how robust the control processes and procedures. Equipment breaks down, employees make errors , and processes change , which means that managing safety is really about managing sa fety risk. Managers , specifically line managers , are faced with operational hazards and risks daily , because they are closest to the processes and procedures and are under pressure to deliver a service safely. They are tasked with identifying weaknesses and potential risks, taking appropriate action , and measuring how well risk controls are working. The manager’s involvement and contribution to safety management is essential to the success of the safety management system. In the occupational safety and h ealth field, we often hear the slogan safety is everybody’s responsibility , but what does that really mean? If safety is everybody’s responsibility , in general, then is it not highly probable that it will soon become nobody ’s responsibility in particular? When managers do not define and assign specific responsibilities, it is difficult to know exactly what is expected. Employees may work unsafely or act unwisely when there is no responsibility for , or clear standards of what standard of performance is expec ted. It is management’s responsibility to ensure there is an open understanding throughout the organization of the duties and responsibilities in the performance of work. Written safety responsibilities must be clearly communicated to all levels of the org anization. Then, and only then, will employees have a clear obligation to perform work by standard procedures. Safety is a management responsibility that must be managed just like other management responsibilities such as production and quality. It would be difficult for a manufacturer to be successful if it did not have a system to hold people accountable for production or sales, but all too often , this is not the case in safety. If line managers are granted responsibility and authority to develop and imp lement a safety management system , but there is no accountability system in place, results are likely to be unfavorable. When this happens, it is easy for senior management to conclude the safety management system failed. To achieve desired safety results, responsibilities must be defined and measured. Assigning measurable management performance accountabilities is critical to achieve successful results from a safety management system. After all, as the old cliché goes, “w hat gets measured, gets done. ” Onc e an organization takes the time to clearly define safety expectations, every employee has measurable safety responsibilities and plays an important role in the organization’s safety management system. For example, line management’s participation may be me asured based on tasks such as holding regular safety meetings, conducting employee safety training, conducting safety inspections in their work area, and timely completion of accident reports. While employees’ participation in the safety management system may be measured based on tasks such as using personal protective equipment ( PPE ), operating equipment with proper guarding, and performing lockout on energized equipment. Understanding the concept of accountability is important to line management as well a s employees. Accountability is the key to achieving superior safety performance results. Safety responsibility can be delegated; however, safety accountability cannot! MOS 5525, Integrated Safety Manageme nt Systems 4 UNIT x STUDY GUIDE Title Summary In our first two unit lessons , we presented both the systems approach to safe ty management and the process for implementing an effective safety management system. The focus of this unit lesson has been the role of management in the safety management system. We explained the significance of both management leadership and management commitment to the success of a safety management system. We also discussed the importance of demonstrating management’s commitment through the development and promotion of a written safety policy. Then, we identified how management can promote the safety p olicy and foster employee participation in the safety management system by integrating the principles and concepts of safety management system into the day -to-day activities. You will now have an opportunity to demonstrate your understanding of the material that has been covered in the course. In your Unit II assignment , you were tasked with developing a presentation designed to persuade management to implement a safety management system. We will continue with that scenario as we compile a unit proj ect , which will entail the development of a complete implementation plan. The project will incorporate the four phases of the PDCA cycle discussed in Units I and II. The focus of this unit assignment will be the development of an implementation action plan and a safety policy. We will incorporate employees into the implementation process in the Unit IV assignment. Risk assessment, which is the most critical aspect of the planning phase, will be covered in Unit lesson V. Preventive and corrective measures ta ken based on the findings of the risk assessment constitute the do (D) phase of implementation and will be the focus of our Unit VI and VII assignments. Performance measures are the essence of the check (C) phase of implementation and will be addressed in the Unit VIII assignment. In addition, the act (A) phase of the implementation, which centers on management review of the performance measures, will also be covered in the Unit VIII assignment. The involvement of top management in all phases of the process is essential for the successful implementation of an effective management system. References British Standards Institute. (n.d.). ISO revisions white paper: The importance of leadership in the new ISO standard s. Retrieved from https://www.bsigroup.com/LocalFiles/en -IN/Resources/Whitepaper -The - importance -of-leadership -in-new -ISO -revisions -430 -KB.pdf Daft, R. L. (2011). The leadership experience (5th ed.). Mason, OH: Thomson/South -Western. McKinnon, R. C. (2017). Risk -based, man agement -led, audit -driven , s afety management systems . Boca Raton, FL: CRC Press. Suggested Reading In order to access the following resource, click the link below. The website below, developed by the Occupational Safety and Health Administration, is a summary of the roles and responsibilities of management and employees within a safety management system. The website is included to enhance your understanding of the material covered in this unit lesson. You are encouraged to visit it and read the material . Occupational Safety and Health Administration. (n.d.). Management leadership. Retrieved from https://www.osha.gov/shpcampaign/management -leadership.html Learning Activities (Nong raded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Review your current or former organization’s safety and health policy. Does it measure up with the information you are now learning in this course? Share this information with your instructor. MOS 5525, Integrated Safety Manageme nt Systems 5 UNIT x STUDY GUIDE Title This video is recommended to further your understanding of how to create a safety policy sta tement. HSAchannel (Producer). (201 1). Safety statement made easy [Video file ]. Retrieved from https://www.youtube.com/watch?v=fQOUQpOuJlU Click here for transcript of the video .